Apart from the student output, the faculty research output can be quantified by publica-tions, patents, research funding. We searched the Scopus database [27] to obtain the annual publications of peer reviewed papers by IIT Bombay faculty. We expect this to be reasona-bly accurate to indicate trends though this would not include publications in conferences and may exclude journals that are not yet established. Figure 2.11 shows the trend of publication numbers. The number has increased from 336 in 1996 to about 560 in 2006 (a CAGR of 20% per year). The number of publications per faculty has also increased and is
University Ratio of Professor to Assistant Professor Salary
Cornell 1.65 MIT 1.69 Harvard 1.93
North Western 1.73
Chicago 2
0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Year
Publications
Figure 2.11: Number of Publications 1996-2006 [27]
4
1990-94 1996 1998 2000 2002 2004 2006
Year
Number of Patents
Figure 2.12: Number of Patent Applications filed 1990-2006 [21]
Figure 2.12 indicates the number of patent applications filed since 1990. In the last ten years, the faculty awareness on intellectual property (IP) rights and issues has increased.
This has been facilitated by the Industrial Research and Consultancy Centre at the Institute.
About 10-15 patent applications are filed each year. A number of faculty members (ap-proximately 20 or 5% of the total faculty) are involved in start up companies based on IP developed at IIT Bombay. This is facilitated by the Society for Innovation and Entrepre-neurship, a Technology Business Incubator set up by the Institute. Flexible rules at the Institute allow interested faculty to take a sabbatical and focus on their start up.
0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Year
Numbers
Figure 2.13: Number of Journal Publications per Faculty 1997-2006 [27]
The annual research funding has increased from Rs 4.7 crores in 1987-88 to Rs 52 crores in 2005-6 (CAGR of 14% per year). This includes sponsored and consultancy projects.
Normally sponsored research is long term and open ended while consultancy involves short-term specific problem solutions. The sponsored research amount increased from Rs 4 crores in 1987-88 to Rs 40 crores in 2005-6 (CAGR of 14% per year). The consultancy project amount increased from Rs 58 lakhs in 1987-88 to Rs 12 crores in 2005-6 (CAGR of 18% per year). Figure 2.14 shows the growth in the funded research amounts. In order to compare these on the same basis, we need to adjust for inflation. In constant 2006 Rupees the total research funding increased from Rs 15.7 crores in 1987-88 to Rs 52 crores in 2005-6 (CAGR of 7% per year). The annual research funding per faculty in constant 2006 Rupees is shown in figure 2.15. The annual research funding per faculty at present is Rs 12.9 lakhs/ year (with a real growth of 6.2% per year). Faculty also can earn an additional income through consultancy. In 2006-7, 119 faculty participated in consultancy projects earning a total income of Rs 8.4 cores. Only about 30% of the faculty are involved in consultancy projects. The average income per faculty (for those who take up consultancy) is Rs 7 lakhs. (Average numbers were Rs 4.6 lakhs in 2004-5 and Rs. 6.4 lakhs in 2005-6).
The average faculty consultancy income is about 90% of the average effective faculty salary.
0 1000 2000 3000 4000 5000 6000
1987-88 1988-89 1989-90 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06
Year
Amount in Rs. Lakhs
Sponsored Research Consultancy Total
Figure 2.14 Funding for Sponsored and Consultancy Projects 1988-2006 [21]
0 2 4 6 8 10 12 14
1987-88 1988-89 1989-90 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06
Year
Total Amount Rs. Lakhs
Figure 2.15: Total Amount of Sponsored & Consultancy Projects Per Faculty (in constant 2006 Rupees) [21]
Continuing Education Programme (CEP): The number of CEP courses is increased from 61 with 1075 participants in 1995 to 162 with 4038 participants in 2006. Average number
0
1995 1997 1999 2001 2003 2005
Y e a r
Figure 2.16: Continuing Education Programme (Courses and Participants)
QIP: For the year 2005-6 students admitted to Ph D and ME/M tech under QIP at national level and IIT Bombay are shown table 2.11. Contribution of IIT Bombay is about 11% to Ph D programme and 9% to M Tech programme. Figure 2.17 and Figure 2.18 show the trend in the admissions to M Tech and Ph D through QIP. At an average 12 Ph D and 14 M Tech students were admitted annually to IIT Bombay under QIP from 1985-2005.
1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005
Year
M Tech
Figure 2.17: Number of M Tech Admissions through QIP
0
1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005
Year
Ph D
Figure 2.18: Number of Ph D Admissions through QIP
Table 2.11: Students Admitted under QIP for 2005-06 National Level IIT Bombay % Contribution
Ph.D. 175 19 10.9
ME/M.Tech 189 17 9.0
2.1.5 Administration
A Director heads the IITs. The Director has a team of faculty members – one or more Deputy Directors (IIT Bombay has one Deputy Director, IIT Delhi has two), several Deans and Associate deans to help in managing the Institute. The Director is assisted by the Registrar who heads the administration and has a team of Deputy Registrars and Assistant Registrars. At IIT Bombay the total senior administration is about 30 (excluding the Heads of Departments and centres). The ratio of senior administrators to students is about 1:170. The average ratio of administrators to students in US universities is about 1:70. However comparisons are difficult because it is not clear what is included under administrators. A presentation made by Vasi [28] at IIT Bombay, made a case for strength-ening the governance (Ratio of senior administrator: student is 250:1 for the University of Florida, 120:1 Stanford, 40:1 CalTech). In the case of IITs several routine functions of
ties is provided in Appendix -VII. At present the Deans are selected from within the Institute and are part time administrators for a fixed tenure (3 years). The organizational structure in most IITs is similar (number of Deans may differ). In 2008 IIT Bombay modified its governance structure to include a new Deputy Director, a few more Dean’s and Associate Dean’s. The administration of IITs is tricky since to ensure faculty flexibility and freedom, the attempt is to minimize hierarchy. Yet a functional hierarchy is desirable for organizational efficiency.
The number of staff at IIT Bombay has reduced from 2149 in 1991 to 1390 in 2007. The ratio of staff to faculty has reduced from 5 in 1991 to about 3.3 in 2006. The trend is shown in figure 2.19.
0 1 2 3 4 5 6
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Year
Ratio
Figure 2.19: Ratio of Staff to Faculty [21]
2.1.6 Space
IIT Bombay has a campus area of 550 acres. The actual built up academic area was 128,000 m2 in 1980. This increased to an area of 171,000 m2 in 2006-7 (CAGR of 1%). The aca-demic area has increased from 143000 m2 in 1990 to 171,000 m2 in 2005-6 (CAGR of 1.2%). The trend is shown in figure 2.20.
20000 40000 60000 80000 100000 120000 140000 160000 180000
2000 2500 3000 3500 4000 4500 5000 5500
Students Enrolled
Academic Area (m2)
Figure 2.20: Academic area to students enrolled [21]